Rajiv Gupta
July 30, 2026
How Heico protected an 18-month Dynamics 365 modernization at its largest steel operation, then made Axiamatic the control plane for 18+ transformation programs across the enterprise.
Heico's operating model concentrates transformation delivery in a lean central IT organization. Program management, organizational change management and enterprise architecture all report to a single VP of IT, who serves dozens of operating companies. IRM kicked off its Dynamics 365 modernization in late 2024. The central team managed an aggressive 18-month timeline while every participant also carried a day job keeping the business running.
Like most large ERP programs, IRM ran into a failure pattern that shows up across the industry:
Left unaddressed, this is the pattern that turns an 18-month ERP program into one running behind schedule and over budget. Every large transformation carries this risk.
Heico deployed Axiamatic as the connective layer across the IRM program. It ingested the full chain of program context: workshops and meetings, requirements and design artifacts, specifications, plans and delivery activity in Azure DevOps. The platform read the program continuously as it ran, instead of waiting for status to be compiled, filtered and presented. It covered program and change management across design, build, test, cutover and go-live.
What it did: Cross-artifact monitoring surfaced misalignments, missed dependencies and emerging blockers the moment they formed. The PMO reviewed them through program risk boards and daily exception digests.
Why it mattered: Risk boards repeatedly flagged valid blockers the team would otherwise have missed. Issues were resolved while they were still a two-hour conversation, not a multi-week slip discovered in UAT.
What it did: It generated integrator-grade work products directly from program context. One example was a test plan the systems integrator had scoped at roughly 40 billable hours. The platform produced it in under a minute.
Why it mattered: Delivery stopped queuing behind integrator capacity. The team pulled what it needed, when it needed it, and redirected integrator hours toward higher-value configuration and build work.
What it did: It produced complete business requirements documents from workshop conversations. They were structured for direct import into Azure DevOps as user stories, which removed the manual drafting-and-upload cycle.
Why it mattered: Business reviewers judged the output indistinguishable from analyst-authored work. The team expanded analyst capacity through the platform instead of hiring additional business analysts.
What it did: It assessed how in-flight decisions rippled across roles, processes and downstream workstreams. This gave OCM leaders a current, evidence-based view of who was affected and how.
Why it mattered: Business process owners, the busiest people in any transformation, engaged on the decisions that genuinely required them. This protected both the program and the running business.
The operating principle throughout was to shift risk left. Catch the disconnect between what was expected, discussed, documented, implemented and tested while it is still cheap to fix.
The IRM program stayed on its original schedule and delivered meaningful cost avoidance by the customer's own financial analysis. Integrator rework fell by roughly a quarter. The PMO, OCM and enterprise architecture teams recovered time previously spent on status compilation, requirements drafting and test documentation.
What began with a single ERP program became the delivery-governance layer for the portfolio. After seeing the results at IRM, Heico's CIO directed that transformation programs across the enterprise be managed on Axiamatic. This set up a shared-services model in which every program contributes to, and benefits from, a common base of institutional delivery knowledge. Within twelve months, Heico had moved from one program to more than eighteen. More candidate programs have been identified for onboarding.
The VP of IT, who leads PMO, OCM and enterprise architecture, points to a step-change in productivity for her team. One moment crystallized it: a testing work product the integrator had scoped in the tens of billable hours was returned by the platform in under a minute.
Business analysts and PMO leads reported that platform-generated requirements exceeded expectations and read as if drafted by an experienced analyst. They chose to scale analyst capacity through Axiamatic rather than through additional hiring.
Axiamatic is the agentic control plane for enterprise transformation. Its platform continuously monitors complex programs, surfaces risks early, and delivers the context and recommendations every stakeholder needs to act. This lets enterprises run transformations with a speed, visibility and predictability that human teams alone cannot achieve.
Backed by Greylock Partners and Bessemer Venture Partners, Axiamatic is trusted by leading Fortune 500 companies, large enterprises and leading system integrators to ensure the success of transformation programs.
To learn more about the platform, visit axiamatic.com or reach out at hello@axiamatic.com.
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