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5 min read • Jun 10, 2025
When a company grows beyond the capabilities of its existing tools, it's time for a change. Dewesoft decided to transition to a modern ERP solution- Microsoft Dynamics 365 Business Central, by implementing both the standard Microsoft accounting and finance features and the BE-terna payroll solution. Despite launching the project during the summer and holiday period, the team successfully completed it in just six months. Katja Belina, Head of Accounting, and Damjan Ocvirk, Head of Finance, Controlling, and Accounting, shared their experiences with us.
Dewesoft is a privately owned high-tech company headquartered in Trbovlje, Slovenia. It specializes in the development and manufacturing of data acquisition systems and software. With more than 400 employees worldwide, Dewesoft has grown from supporting the Austrian company Dewetron into a global provider of measurement solutions. NASA even named their first instrument, the DEWE-43, “Product of the Year” in 2008.
Dewesoft designs and manufactures its entire range of products, including the SIRIUS and KRYPTON lines at its in-house facility in Trbovlje, Slovenia. All measuring instruments are produced locally, with over 4,000 units made each year, most of which are customized to meet specific customer requirements. Its four main product families- SIRIUS, IOLITE, KRYPTON, and OBSIDIAN are recognized for their engineering excellence and exceptional design.
With more than 20 years in the industry, Dewesoft’s original systems simply couldn’t keep up. “The company outgrew the system,” Katja explained. “We needed something that could scale with us.” Their data was fragmented, their processes disconnected, and much of the work had to be done manually in Excel, she added:
We had three different systems and transferred data between them manually. It just wasn’t sustainable anymore.
Choosing a new system wasn’t easy. The company had concerns due to previous negative experiences with other vendors. Selecting the right partner was crucial. BE-terna stood out with professionalism and transparency. There were no empty promises. From the analysis phase onward, we openly addressed challenges and worked together on solutions. We felt like we had a reliable partner by our side, Damjan emphasized.
Implementing a new system also meant shifting the team’s mindset. “I started preparing them in advance. Whenever we ran into issues with the old system, I would say, ‘We’ll do this differently in the future,’ ”Katja shared. She stressed the importance of involving the team from the very beginning.
There’s a common misconception that consultants come in, configure everything, and you just click ‘start.’ In reality, the client has to be very involved, know their processes, and be ready to embrace change.
Many leaders may not fully understand the daily challenges their teams face. That’s why it’s so important to include operational staff in testing, data preparation, and even in the solution design. “It’s a perfect opportunity to improve existing processes, but that takes time, collaboration, and the understanding that transformation is a shared responsibility, not just the partner’s.”
The project kicked off at the end of June, and the first payroll was processed in the new system by October. “It was summer, with many people on vacation, but we still delivered everything on time,” Katja said. The biggest advantage? “Your team’s responsiveness. We always got an answer when we needed one.”
The benefits became visible right after go-live. What used to take three days now takes just one, with less effort.
We used to correct everything manually. Now, the system works for us. A mistake that would have taken all weekend to fix now takes 10 minutes.
Was the rollout issue-free? Not entirely. A flaw in the initial payroll run led to a one-time bank fee, but the issue was resolved quickly, and the bank refunded the cost. “That was the only major hiccup, and with your help, we handled it quickly and smoothly,” they said.
“Our employees are more involved than ever. They’ve learned new skills, become more independent, and most importantly, have started to value the new system,” Katja shared.
Initial resistance faded thanks to clear communication and ongoing training. “There were lots of monologues in the office at first,” she laughed. “But eventually, everyone understood why we were making this change. Now they fix errors themselves, read ledgers, and actively contribute to process improvements.”
The Business Central rollout was just the beginning. “Now that we have reliable data, the next step is learning how to use it. We’re thinking about further digitalization and optimization. We’re glad to have a partner who can support us in those next steps,” Damjan concluded.
If we had to sum up the entire experience in one thought, it would be this: successful ERP implementation requires active collaboration from both sides. As Katja and Damjan put it, “A solution isn’t something someone installs and walks away from. It takes understanding, preparation, people’s involvement, and clear expectation management. When that all comes together- success follows.”
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