Your ERP says 38 units. Your store says 42. Somebody keeps a spreadsheet in the middle to make the two of them agree. We connect the systems you already run so a record gets entered once and travels on its own, and the connector we build belongs to you, with the field map written down.
Systems integration means connecting the software you already run so it shares data without a person in the middle. The ERP, the CRM, the store, the warehouse system and the billing tool stop being islands and start behaving like one system.
The symptom shows up the same way everywhere. Somebody copies records from one screen into another, keeps a bridge spreadsheet, or checks by hand that the stock on the site matches the shelf.
A good integration starts before the code: which records travel, in which direction, how often, and what the connection does when one side is down. That design is what lets a connection survive the next vendor release. If what you actually want is a whole job running on its own rather than two systems talking, that is business process automation.
When two systems hold the same field, one of them has to win. That call gets made first, it goes in the design document, and it settles most of the arguments that come after it.
The signals run both ways, and we read them out loud on the first call.
We pick the method by what survives maintenance rather than what demos fastest. Most projects combine two or three of these.
Buyers ask this one first, and fairly. A connector you cannot read is a connector you cannot leave. So the contract says, before the first commit, that the connector source, the field mapping, the test fixtures and the runbook belong to you, and they land in your repository as they are written.
The field mapping is the part worth insisting on: every field, its direction, its system of record and the rule that transforms it, in one document a new engineer can follow on their first day. Credentials are issued by you and revocable in a minute. The connector runs in your cloud account or on your server, which is where the logs stay too.
No license of ours, no platform of ours. Contracts are signed with STRADA 360 Digital S.L., a Spanish company, and the exit terms sit in the same document as the scope.
Connected systems keep moving. Vendors ship updates, APIs change version, a certificate expires. A connection nobody watches can stop working quietly, and you find out when an order goes missing. So every integration we build ships with monitoring and automatic error alerts, and each sync reports whether it ran and what it moved.
A failed sync holds the records it had not written and keeps its place in the queue, so nothing gets processed twice when it resumes. Data travels encrypted, with access scoped to the fields the connection needs.
Our engineers work European hours, six hours ahead of New York and nine ahead of Los Angeles. A sync that fails at 3 a.m. Central fails in the middle of our working day, so the triage is usually done by the time your team logs in. Response windows, escalation and the name of the person you call go in the maintenance agreement in writing.
Plenty of ERPs and store platforms ship an official connector, and when one covers your case it is the cheaper answer. We check for that on the first call. Here is what usually decides it.
| Where it matters | Vendor connector | Custom integration |
|---|---|---|
| Up-front cost | Low, or bundled with the license | A project, quoted by phase before it starts |
| Fit with your process | Whatever shipped in the box | Whatever your process asks for |
| Your own business rules | Within the settings screen | As many as you have |
| Legacy software with no API | Rarely covered | Covered, through files or the database |
| Maintenance | The vendor’s, on the vendor’s schedule | Scoped, priced and on your schedule |
| Documentation | Generic, written for every customer | Written for your field map |
| When to pick it | A simple, standard pair of systems | Your own rules, several systems, or software nobody else connects to |
What you run, what each system allows, and which records have to travel. If a vendor connector solves it, you hear that here. What comes back to you is a scope document with the data map and a price for phase one.
Direction, frequency, business rules, system of record and what happens on failure. You get the design in writing and we sign off on it together before anyone writes code.
Short blocks against test data, with working demos in the first weeks, in your own repository.
The integration runs next to your operation without touching it. You get a results report and the correction list before anything goes live.
We watch the first syncs field by field, then hand over the integration running, the documentation and the access.
A maintenance plan with automatic error alerts, and a roadmap of improvements you pick from.
An integration can be a closed project, or a project that stays under maintenance afterwards. Both exist and both get agreed in writing.
We take the whole thing, from the system review to go live, quoted phase by phase. This is the usual arrangement when you have no engineers of your own. You pay against deliverables defined in each phase.
Senior developers working on your integrations inside your team, with your tools and your review process. The detail is on team augmentation.
Your software can be a name everyone knows or something written for you years ago. What decides it is how it lets data in and out.
We work with what you have. As a general rule, a system can be integrated if it does one of three things: it has an API, it can import and export files, or it lets you query its database. Most ERPs, store platforms and CRMs on the market do at least one.
Unsure about yours? Bring the list of systems to the first call and we start there.
Most of this work happens where a record has to reach another system before anybody can act on it. We connect the ERP to production in manufacturing, sync warehouse and transport systems in logistics, join the store to the back office in ecommerce, and wire billing and provisioning together inside a SaaS product. The same work shows up in construction, between the job site and payroll, in automotive, across dealer and parts systems, in hospitality, between booking and payment, and in multi location operators running one set of systems from many sites.
Illustrative, and each one is a job an integration puts straight.
01Situation
A distributor’s store and ERP disagree on stock, so orders get taken and then canceled.
Solution
A two way integration keeps stock, pricing and orders in step.
02Situation
A company holds the same customer in the ERP, in the CRM and in billing, with different details in each.
Solution
One sync, with the ERP named as the system of record.
03Situation
A manufacturer gets its B2B orders by email and retypes every one of them.
Solution
An automated channel drops them straight into the ERP.
The scope, the technical calls and how it ended up. The rest are in case studies.
Every integration gets quoted on its own, because no two pairs of systems behave the same. These are the seven things that set the price.
The figure worth holding it against is what the manual copying already costs you across a year: the hours somebody spends moving orders and stock between screens, plus the orders that go wrong when a number gets typed twice.
We work to a fixed price per phase, and your dates go in writing in the scope document.
Hours a week × cost of an hour × 52 weeks = cost per year
Picking an integration partner means picking who watches your data move for the next several years. Here is what we put in writing.
The engineer writing the connector is the one on your calls, from the field map to go live.
It ships documented, with its errors logged. Another team can maintain it or extend it without starting over.
Every phase has its scope and its price in writing before it starts.
If your vendor already ships a connector that covers your case, you hear that on the first call.
What comes up on the first call, answered the way we answer it on the call.
Let’s talk about your projectYou do, in writing, before the first commit. The connector source, the field mapping, the test fixtures, the deployment scripts and the runbook live in your repository. It runs on your infrastructure with credentials you issued, so there is no license of ours to keep paying for.
Then we use another door. Scheduled file exchange covers a lot of ground, and a read-only database connection covers more of it. Older ERPs get integrated this way routinely. What we check first is whether the vendor allows it and whether the schema is stable enough to build on, and that answer comes in the system review.
Usually, and this is where custom work pulls ahead of a vendor connector. In-house software from 2009 has no connector in anybody’s marketplace, but it almost always has a database or a file export. Bring whatever documentation exists, even if it is one person’s memory.
The monitoring catches it, usually before anybody in your operation notices. Adapting to a new API version is part of the maintenance plan, scoped and priced along with corrections and small improvements. Vendors announce these changes far enough ahead that the work gets scheduled rather than rushed.
Integration connects two systems so they share data. Automation makes a whole job run on its own, and it usually sits on top of an integration. A bridge spreadsheet is an integration problem. Three people doing the same twenty steps every morning is business process automation.
Both ways round. Some clients hand us the whole thing, from the system review to go live. Others have their own engineers and want senior people alongside them, in their repository and inside their review process. That second arrangement is software development team augmentation, and it is quoted separately.
Tell us what you run, which records get copied by hand today, and where the bridge spreadsheet lives. We reply within one to two business days and walk you through which connection to build first and which system should hold the record.
Let’s talk about your project
