Case Study: Why the Right Partner Matters – Lessons from a System Switch

Background

Inverarity Morton selected a new e-commerce platform to support their business. The aim was straightforward: improve capability and reliability without disrupting day-to-day operations.

What went wrong

Despite initial optimism, the project began to drift as delivery issues and communication problems built up:

• Bugs and technical issues surfaced early and remained unresolved
• Communication became strained and less transparent
• Timelines slipped and confidence dropped
• Costs increased as issues mounted and plans changed

The supplier disengaged before completion, leaving an incomplete build and a growing list of issues impacting operations.

“We knew we needed a new system, but what we didn’t fully appreciate at the time was how critical the relationship with the supplier would be. When that broke down, it cost us - not just financially, but in time and trust.” - Stephen Gaw, Finance Director, Inverarity Morton

Turning things around

With the project at a standstill, the priority became regaining control and reducing risk. We worked alongside Inverarity Morton to select a replacement supplier with the right technical capability and the right working style.

Together, we prioritised:

• A shared understanding of business goals (what “good” looks like)
• Open, honest communication and clear escalation routes
• Cultural fit and a collaborative way of working
• Evidence of delivery capability (not just sales strength)
• Clear scope boundaries, governance, and decision ownership

This put the programme back on stable footing and allowed delivery to progress with far less friction.

“Choosing the right system is only half the equation - choosing the right people to deliver it is what makes the difference. When there’s trust, cultural alignment, and open communication, you don’t just get a supplier - you get a partner who is invested in your success.” - Ricky Milliken, Managing Director, at Valorem First

What the data tells us

Troubled implementations rarely fail because the tool is “bad”. They fail because the delivery foundations weren’t set early enough, including:

• Requirements that aren’t documented clearly enough to align suppliers
• Stakeholders who aren’t aligned on scope, priorities, and trade-offs
• Governance that’s too light to control change, cost, and risk
• Delivery plans that look good on paper but aren’t grounded in reality

A practical way to reduce these risks is a proper Phase 0: define the problem, document requirements and constraints, agree governance, and set acceptance criteria before you commit to a supplier and build.

Red flags to watch for when selecting a delivery partner

• Vague answers when you ask how delivery will work day to day
• You can’t meet the people who will actually deliver the work
• No clear approach to requirements, change control, testing, or handover
• Timelines that feel “too good to be true” without evidence
• Poor transparency on risks, dependencies, and assumptions
• Weak communication cadence (or defensiveness when challenged)

Looking ahead

Inverarity Morton’s willingness to pivot quickly was critical — but the wider takeaway is simple: choosing the right partner is just as important as choosing the right system.

If you’re planning a new system or a wider transformation programme, invest early in Phase 0 and partner selection. It’s one of the most reliable ways to protect budget, timelines, and trust